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Quick Response Manufacturing

Release Date: 2020/10/01
ISBN: 9781000285604
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Developed by the author and now being employed by a number of businesses, Quick Response Manufacturing (QRM) is an expansion of time-based competition, aimed at a single target with the goal of reducing lead times. The key difference between QRM and other time-based programs is that QRM covers an entire organization, from the shop floor to the office, to sales and beyond. Providing guidelines for establishing a QRM enterprise, this volume builds upon kaizen, TQM, TPM, and other practice to help organizations streamline all functions of their operation. It shows how to quickly introduce products, along with ways to rethink materials and production management.

Table of Contents

  1. Cover
  2. Half Title
  3. Title Page
  4. Copyright Page
  5. Dedication Page
  6. Contents
  7. Publisher’s Message
  8. Foreword
  9. Preface
  10. Acknowledgments
  11. Part One: A New Way of Thinking Stems from One Principle
    1. Chapter One: QRM: Not Just Another Buzzword
    2. How QRM Differs from Other Continuous Improvement and Quality Programs
    3. Implementing QRM: What Managers Believe
    4. Perceptions of Implementing QRM in North American Companies
    5. QRM Principles
    6. Implementing QRM—The Prerequisites for Success
    7. Improvement for the Entire Organization Comes from a Single Theme
    8. Chapter Two: Benefits of QRM
    9. Benefits of Quick Response in Product Introduction
    10. Benefits of Quick Response in Existing Production
    11. Waste Due to Long Lead Times and Late Deliveries
    12. Results of Quick Response Strategies
    13. Benefits of Quick Response in Securing Orders
    14. Benefits of QRM: Forewarned Is Forearmed
    15. Chapter Three: The Response Time Spiral—Legacy of the Scale and Cost Management Strategies
    16. The Eras of Scale and Cost Strategies
    17. The Response Time Spiral for Three Different Manufacturing Environments
    18. Other Policies That Promote the Response Time Spiral
    19. Roots of the Response Time Spiral
    20. Eliminating the Response Time Spiral
  12. Part Two: Rethinking Production and Materials Management
    1. Chapter Four: Reorganizing Production
    2. Seven Key Principles for Restructuring Your Company
    3. The Manufacturing Cell-Creating the Product-Focused Organization
    4. Staffing and Training Cell Workers
    5. Planning, Scheduling, and Control with Cells
    6. Cells Foster Continuous Improvement
    7. Chapter Five: Structured Methodology for Implementing Cellular Manufacturing
    8. Seven Steps to Successfully Implement Cells
    9. Cellular Manufacturing Implementation Concerns—How to Overcome Them
    10. Costing and Justification of Cells
    11. Chapter Six: Creative Rethinking for Cellular Manufacturing
    12. Challenge Conventional Choices
    13. Use Technology That Enables a Smaller-Scale Process Implementation
    14. Change the Sequence of Operations
    15. Ask, Will the Operation Still Be Required?
    16. Use Time-Slicing at the Shared Resource
    17. Implement Time-Sliced Virtual Cells
    18. Make the Resource Facility Behave Like a Subcontractor
    19. Split into Two Cells
    20. Chapter Seven: Capacity and Lot-Sizing Decisions
    21. Do You Have Good Intuition About Manufacturing System Behavior?
    22. Factors Influencing Lead Time
    23. A Basic Formula for Lead Time for the Single Work Center
    24. Effect of Utilization on Lead Time for the Work Center
    25. Impact of Lot Sizes
    26. Impact of Setup Reduction on Lead Time
    27. Lot Sizing with Multiple Products
    28. The Hidden Errors in EOQ
    29. Products Requiring Multiple Operations
    30. Using Little’s Law
    31. Additional Strategies Based on System Dynamics
    32. Chapter Eight: Material and Production Planning in the QRM Enterprise
    33. Rethinking Efficiency
    34. Pitfalls of On-Time Delivery Measures
    35. MRP: A Collection of Worst-Case Scenarios
    36. Align MRP Structure with QRM Strategy
    37. Using Lead Time Reduction to Continuously Improve Your Processes
    38. Chapter Nine: POLCA—The New Material Control and Replenishment System for QRM
    39. Review of Push and Pull Systems
    40. Key Concepts of JIT (Lean Manufacturing) Compared with QRM
    41. Misconceptions Regarding the Pull System
    42. Expanding Beyond JIT Strategies—A Tale of Three Companies
    43. Summary of Disadvantages of Pull or Flow Methods for QRM
    44. Material Control-Don’t Push or Pull, POLCA
    45. Three Ds for Success of POLCA: Design, Discipline, and Decentralization
    46. Chapter Ten: Customer and Supplier Relations
    47. Supplier Relations—Another Response Time Spiral at Work
    48. The QRM Approach to Supplier Relations
    49. Customer Relations-Another Response Time Spiral at Work
    50. Your QRM Program Can Support Your Marketing Efforts
    51. Apply QRM Strategies to the Entire Supply Chain
  13. Part Three: Rethinking Office Operations
    1. Chapter Eleven: Principles of Quick Response for Office Operations
    2. Office Operations: A Neglected Opportunity
    3. The Response Time Spiral for Office Operations
    4. Organizational Principles Required in the Office
    5. Chapter Twelve: Tools to Support Q-ROC Implementation
    6. Information Handling Principles
    7. Tools to Assist in Q-ROC Implementation
    8. Concerns with Implementing Office Cells
    9. Chapter Thirteen: System Dynamics Principles for Quick Response
    10. Strategically Plan for Idle Capacity
    11. Replace Traditional Efficiency Measures
    12. Eliminate Variability
    13. Use Resource Pooling
    14. Convert Tasks from Sequential to Parallel
    15. Reduce Task Setup Times and Minimize Batching
    16. Use Capacity Management and Input Control
    17. Create a Flexible Organization
  14. Part Four: QRM for Rapid New Product Introduction
    1. Chapter Fourteen: Extending Quick Response to New Product Introduction
    2. Benefits of Rapid NPI
    3. Review of NPI Methodologies
    4. Concurrent Engineering for NPI
    5. Management Principles for Accelerating NPI
    6. Design and Manufacturing Principles
    7. Organizational and System Dynamics Principles Applied to NPI
    8. Rapid NPI and Your Company’s Future
  15. Part Five: Creating the QRM Enterprise
    1. Chapter Fifteen: Management Mind-Set to Support QRM
    2. Capacity and Facilities Decisions
    3. Quality Strategies
    4. Organizational Structure and Personnel Decisions
    5. Production Planning and Scheduling Decisions
    6. Supplier and Customer Decisions
    7. Creating the QRM Mind-Set
    8. Chapter Sixteen: Organizational Structure, Performance Measurement and Cost Systems
    9. Drawbacks of Traditional Measures
    10. New Measure of Performance—Introducing the QRM Number
    11. Key Issues in Measuring Lead Time
    12. The Team-Based Organization
    13. Guidelines for Successful QRM Teams
    14. Adjusting the Accounting System for QRM
    15. Epilogue: Democracy in America (Revisited)
    16. Chapter Seventeen: Steps to Successful Implementation of a QRM Program
    17. Fifteen Specific Steps to Implementing QRM
    18. QRM: Management Headache or Opportunity?
  16. Appendix
  17. Endnotes
  18. About the Author
  19. Index
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